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[产品经理] HP产品经理培训nullHP FY99 wholesaler directionHP FY99 wholesaler directionPart one: Product Manager Part two: Channel Sales Part three: Channel evolution in 1999 Part four Review tools Part five BFT introductionPart 1Part 1如何成为成功的产品经理 Product Manager产品经理培训产品经理培训产品经理做什么 市场...

[产品经理] HP产品经理培训
nullHP FY99 wholesaler directionHP FY99 wholesaler directionPart one: Product Manager Part two: Channel Sales Part three: Channel evolution in 1999 Part four Review tools Part five BFT introductionPart 1Part 1如何成为成功的产品经理 Product Manager产品经理 培训 焊锡培训资料ppt免费下载焊接培训教程 ppt 下载特设培训下载班长管理培训下载培训时间表下载 产品经理培训产品经理做什么 市场开发的产品专家 使运做成本最小化 专注产品线与产品分类 产品价值的创造者 固定的基本薪水 订购可销售的产品 创造市场拉力 销售经理做什么 渠道开发的销售专家 使利润最大化 专注于客户 产品价值的提升与传递 佣金薪水 销售我们所拥有的产品 加强市场推力 A Successful PMA Successful PMIn-depth product and market knowledge - market survey & research, customer study - channel needs & segment development Focused market development efforts with balanced PL result - clear segment identification - successful product category management - time to market Operational efficiency and advancement - forecast and review, readiness and accuracy of operational data - product plan at different stage of the life cycle - competitor analysis - work with HP in leading the change - value added selling model What should a PM do? What should a PM do?Business Management understand “customer” needs supply chain management generate the demand understand the environment & situation proactively refrain the competitors Product Management product line and product category management inventory planning and management product cycle management sell through managementMeasurement for the Product ManagerMeasurement for the Product ManagerBusiness Management knowledge about market, competition, channel apply different strategies to develop the market effective use of marketing found coverage and segment development Product Management PL quota achievements forecast accuracy, operating cost analysis, inventory turns product scrap cost, fire-sale cost sell through analysis, TAT, out-of-stock ratio industrial ratio, vendor and market growth rateProduct Management OverviewProduct Management OverviewPM has not been given adequate focus Many has not receive the right level of leadership from the wholesaler’s management team Example: Is it good for a PM to be a Portfolio manager? What do a PM do after a price is set? What reporting do they monitor? What are their indictors? How do they get confirmation? Who are their advisors? Conclusion: today, most PM are on their own, do not have a process of communication or escalation and spend 90% of their time adjusting prices.Top Priorities for Product ManagersTop Priorities for Product ManagersBasics for PM: strengthen understanding of market & industry dynamics understand your company’s competitiveness and position within the internal competition and external competition understand your sales team’s deployment and their local environment setup processes of communication, price request/approval 3 important areas of thinking: understanding your company’s competitive position in the complex competitive environment by breaking it down to specifics understanding whether your company has a stable business and if they are stable understand how you can grow your businessMarket dynamics affecting product management : Benchmarking the right thingMarket dynamics affecting product management : Benchmarking the right thingPM has traditionally been internally focused my competition is net DELL, it is w/s X wholesaler X is selling lower price I am better than w/s X because I have a bigger office setup in that city Today, PM need to calibrate the internal environment and quickly move out to handle the external environment Am I selling more efficient than w/s X? where do we compete and where should we hold the line? What are the competitive advantage that the average w/s has in the region, industry? Is my network stronger than the average w/s in the industry? What are the KSF in the industry? Understanding your company’s competitive position in the complex competitive environment by breaking it down to specificsPart 2Part 2 如何做成功的渠道销售员 Channel Sales渠道分类渠道分类付款好坏定货量大小潜在问题营业额中心放弃对象明日之星渠道分类渠道分类价格高低定货量大小利润中心放弃对象放弃对象情人利润中心放弃对象利润中心渠道分类渠道分类付款好坏价格高低利润中心放弃对象情人利润中心放弃对象Level1Level2Level3Level2公司定位公司定位营业额高低利润率高走向消失系统集成商分销商很少存在 个别厂商竞争趋势竞争趋势高低市场容量大利润率 竞争小ProfitNon-ProfitcompetitionProfit竞争趋势竞争趋势高低订货额大小价格渠道销售员任务渠道销售员任务将公司所经营的产品,以合理的价格, 最大限度地销售给你的客户,并使你 的客户能从中获取最大受益.William Lee <渠道策略和方向>渠道销售之角色渠道销售之角色资讯专员(Consultant) 今后代理的发展 业务方向 长期合作 市场预测 代理和产品 月度。季。年度 销售工作 工作总结 关于社区教育工作总结关于年中工作总结关于校园安全工作总结关于校园安全工作总结关于意识形态工作总结 代理和产品 月度。季。年度 市场 代理商支持 技术 。市场 。销售 案例 全员育人导师制案例信息技术应用案例心得信息技术教学案例综合实践活动案例我余额宝案例 ,广告 交流和联系 产品信息 公司方向和存在问提 渠道的开发 (VAR, Dealer or retailer null渠道销售之角色consultantForecastW i n W i n Direction long relation trustCompany order /shipment inventory management Financial PlanSellProfit /lost revenueReviewGain experience know what happen and plan actionsupportingloyalty orderCommunicationUnderstanding Relation products/marketing info.Recruiting New Business Market share.代理商需求代理商需求关心程度低关心内容分销商销售员技巧分销商销售员技巧Industrial Knowledge Products Knowledge Market Trend Competition Company and Customer Relation management Planning 分销销售员技巧分销销售员技巧Company ImageCompany GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial KnowledgeRelationshipNegotiationProducts.Market trendCustomer & CompanyPlanning Planning 定单 付款和欠款 代理商召募 PlanningPlanning定单 付款和欠款 代理商招募 nullPlanning (A/R) nullPlanning (Recruitment) Products : Vectra PC , 6L LaserJet Time: July.20 Start : Aug.1 End : Oct. 30 Target : 6 L : 720 PC : 950 Part 3Part 3 Channel EvolutionSupply chain links today and tomorrow Supply chain links today and tomorrow Key Elements in former supply chain model Reliability of importers cost of importation vs risk stability of logistics shipment capacity VAT receipt invest in relationship building preparing funds to handle mishap blackmarket foreign currency exchange rate use the best people to handle and manage these relationshipHow will the distribution landscape change?How will the distribution landscape change?Low-margin, the need to drive cost down. Shorten the supply chain, eliminate middle-tier, go to last-tie, go direct I.e. Dell. Reduce inventory movement standardize on key models Minimal/no stocking Pay where distributor add value Offer different values to different types of customer(new first time buyer, experience buyer, repeat buyer) Provide more servicesTop priorities for wholesalersTop priorities for wholesalersNo more margins, fair ground competition may totally eliminate any advantage a w/s previous have or may sudden make another w/s super-competitive. Large scale distributor fall-out likely. entry of new international, regional player will speed up. New elements of competition 2nd-tie network geographic coverage cost-efficient infrastructure well align, well balance strong execution & implementation calibre of people collaborative relationshipAre you really in the distribution business? How do you measure cost & profit?Are you really in the distribution business? How do you measure cost & profit?The cost of distribution is a rather complex as it contain many variable and components Every w/s has different weight on individual element Today, few w/s actually work towards an industry benchmark Efficient and eliminating fats in a cost structure is the first step to better profitability. To understand which element is within control and which is not.Are you really in the distribution business? Do you have the right type of partners?Are you really in the distribution business? Do you have the right type of partners?How do you know you if you can resolve an internal price issue or be profitable? Understand who are their 2nd-tie by types take # of last-tie vs 2nd-ties/sub-distribution if vol of last-tie vs 2nd-tie/sub-d over the last 3months is less than 50% of your total business, them bother, you maybe in trouble Go for the last-tie Move out from sub-distributionAre you really in the distribution business? Are you a distribution or corporate logistic company? Are you really in the distribution business? Are you a distribution or corporate logistic company? How much of your business is aligned to competition in the distribution area? Understand who are their 2nd-tie by types and the volume. Take # of resellers that your do bit deal fulfillment vs those you sell to who sell to SME customers. Measure Vol of fulfillment vs own distribution . If Vol of fulfillment over the last 3 months is more than 50% of your total business, them bother, you maybe in trouble. On these volume that you fulfill, what value do you add? Do you do simple hardware solution configurations? Do you do software optimization? Do you offer attractive bundles? If you do not, you are indeed in trouble.Are you really in the distribution business?Are you really in the distribution business?Where are you selling in? understand who are their 2nd-tie by types and the volume and where they are in. take # of resellers that you have. How many are repeat customers? Take the volume of number of repeat customers. Distribute them into number of cities. If more than 50% or more are in only 3 major cities, are these cities your homeground? If not, you do not have enough geographic coverage. How many cities do you cover consistently every month. Do you have the right resources and systems to maintain these geo business? Geographic coverage is vital in any battleAre you really in the distribution business? Are you really in the distribution business? Do you do deals or do you put in programs? Understand who are their 2nd-tie by types, the volume, where they are in and the business relationship you have with them. Take # of resellers that you have. How many are repeat customer? How many of them have a business agreement/program with you? How many are on a deal-by-deal basis? If more than 50% of your business are on a deal by deal basis, you maybe not profitable. You need be competitive but working on a deal by deal basis do not make good business sense. Structure your relationship Reward them because they make you profitable and you provide them good support and reasonable pricing by NOT because they “buy” from you. Are you really in the distribution business? Understanding supply & demandAre you really in the distribution business? Understanding supply & demandHP manages supply and demand at a country level overall market share goals based on profitability, competitive terms general seasonality predictable disruptions sell-thru / inventory level very soon. . . We will get in down to geo regions and weeks-window. Supply and demand are bare basic, bare essential in the management of product pricing. You need to factor in probably a similar set of factors toset the framework for pricing and break it down by geography. You need to understand you capacity vs capability.Planning for growth, where do you look?Planning for growth, where do you look?SME segment and business opportunity. For many w/s , you need to move out from the dependencies of the corporate big deal from CARs. Creative ways to tap into SME business. Expand geography We have planning to find a way to support sales into 30-50 cities by mid-1999, how many cities can you participate in? how do you support these? Competitor’s channel is expose competitors do have better local geographic coverage vs HP in small cities today. But many w/s still depend heavily on sub-distribution, not many are ahead in this race. There are still huge room for us to regain competitiveness. Increase productivity and efficiency categorize partners, business. E-commerce Tele-sales New supply chain model Increase service levelBuilding up trust, work together in the HP circleBuilding up trust, work together in the HP circleAgree on basic principles Be open, always believe, trust and liston to your partner first Compete thru differentiation but leave the general environment intact for the next Verify any speculation with the relevant party.\ Net work Address difficult 2nd-tiers join forces on marketing event at city level Make time for people development not just to address price issue Ensure a minimal level of leisure activity, have some funPart 4Part 4 Review ToolsReview and Rate your SituationReview and Rate your SituationBJSHACDGZRectifying the situationRectifying the situationCitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintainLessons Learnt….Lessons Learnt….How many 2nd-Tiers stick with you during the price war ? What were your priorities ? Did you sacrifice volume with profit or profit with volume ? Right partners = Win-Win Partners = Profitable partners Higher volume / Higher Profit Sub-Distributor is not the only way to maintain your volume run-rate. Base volume generated by last-tier usually is more stable and predictable Re-qualify and manage your customer profitability = Relooking at Reseller RelationshipsRelooking at Reseller RelationshipsFix your distribution strategy, don’t go backwards I.e. sub-distribution Profitability is key, measurement, tracking down to each reseller is critical to decision making. Pick your partners, chose those that help you get closer to the customer. I.e. “the closer the better”. Protect your members, offer programs, tracks to ONLY those who has commitment. Marketing capability with regular refresh at wholesaler level is key to maintaining a energised relationship. Distributor CompetitivenessDistributor CompetitivenessCompetitivness at its best is the ability to survive with low margins. Therefore Competitiveness = Highest efficiency. It is measured by the return you get vs your investment. In today’s saturated and competitive environment, it is difficult to yield high return with low investment. It is almost impossible. But it is too easy to yield low efficiency with high investment. Wastage is the Biggest issue for most distributors. Many do not maximise their resources. Many distributors have low-efficiency because they do not have the right measures at each components. You cannot look at just the final margin. Customer yield need to be set and measured by segments I.e. VARs, Traditional Resellers, SI, Sub-Dist Grey margin is unstable and should not be used as a regular component for margin calculationCapacity vs CapabilityCapacity vs CapabilityIn the business of distribution, opportunity is often mis-interpreted as my capability is more than my capacitycapacity1M1M5M4McapabilityPart 5Part 5BFT (Business Fundamental Table)nullJoint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table nullThanks!
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